Mitsubishi Materials Corporation (MMC) aims to fully utilize Group support functions and achieve the MMC Group vision by having each operating division continually lay out a vision for raising manufacturing capability to the higher level. By swiftly resolving issues with the use of human and technological resources inside and outside the Group, we will succeed in creating manufacturing capabilities that set us apart from the competitors.
Through initiatives aimed at raising manufacturing capability to the next level, we will achieve our vision for plants based on business strategies that lead to medium- to long-term business growth, improve our ability to identify issues by utilizing digital technologies that enable production process upgrade, and enhance our ability to make meaningful improvements by innovating the way we work.
We will also make proactive use of external knowledge in an effort to further enhance manufacturing capabilities.
In our plant vision, we will consider effective mechanisms to streamline vision development and the process of following up on the measures implemented. Under our manufacturing management framework, we conducted initial assessment with five strengths of “management capabilities,” “Kaizen capabilities,” “operational capabilities,” “mass production capabilities,” and “organizational and human resource development capabilities.” In the fiscal year ending March 2025, we will further improve the evaluation items and content so that we can continuously utilize the comprehensive evaluation including innovation capabilities for raising the plant manufacturing capability up to the higher level. In the “advanced production process,” we will work on multiple themes, provide factories with solutions of appropriate technologies for smart factory concept planning and realization, and continue to establish elemental technologies to improve quality, reduce labor, and achieve reduced manufacturing lead times. We will also develop a foundation for data collection and utilization with using digital technology to speed up improvement activities and promote higher operational efficiency.
We have also developed a practical manufacturing human resource training program for young employees. We will apply the program to each field of manufacturing, development, sales and management, and implement more effective initiatives that will contribute to improving the profitability of the plants. Continuing from the previous fiscal year, we are also pursuing initiatives to develop DMAIC (quantitative process improvement) leaders among management at each plant. In the fiscal year ending March 2025, we will continue to raise manufacturing issues and strengthen activities to establish improvement themes. Utilizing the expertise and technologies we have cultivated and accumulated to date, we will work to solve issues under an efficient framework.